On September 30th, the Incline Village General Improvement District (IVGID) Board of Trustees candidate forum brought together six candidates, including one incumbent, to present their vision for the future of Incline Village. Hosted in collaboration with the Incline Village Crystal Bay Community and Business Association (IVCBA) and the Incline Village Crystal Bay (IVCB) Community Forum, the event offered attendees and online participants an opportunity to engage with the candidates.
Moderated by John Crockett, with assistance from Ronda Tycer and Denise Davis, the forum featured candidates Michelle Jezycki, incumbent Michaela Tonking, Mick Homan, Mark Case, Harry Swenson, and Frank Wright. Each candidate shared their insights and plans for addressing the community’s key issues, offering a glimpse into what they hope to bring to the board if elected.
Questions were collected from the in-person audience. Their answers were summarized below, and provided in the order each one responded. The full transcript is available at the end of this article thanks to the efforts of Ronda Tycer.
Question 1. What is the one skill or one specific professional credential you have that will most benefit IVGID?
Harry Swenson brings extensive management experience from overseeing multi-million dollar projects at NASA, emphasizing the need for transparency and clarity in budget presentations. He aims to enhance the management of IVGID to create a more efficient and accountable organization.
Michelle Jezycki has 32 years of experience in Human Resources and leadership, Michelle focuses on rebuilding the IVGID team and conducting thorough classification and compensation studies. She aims to ensure staff are well-trained, in the right positions, and held accountable while advocating for a positive work environment.
Michaela Tonking’s background in working with state legislators on school funding formulas equips her with a deep understanding of budgeting and consensus-building. She prioritizes collaboration with community partners and stakeholders to reach common goals and improve IVGID’s effectiveness through inclusive dialogue.
Mick Homan’s background in finance and accounting, particularly as an auditor, equips him with a critical mindset for identifying and solving financial issues. He emphasizes the importance of understanding financial language to pinpoint problems and develop best-in-class solutions for IVGID’s financial challenges.
Mark Case highlights his extensive experience in management, particularly during his tenure at the Hyatt. His practical management skills are rooted in hands-on experience with hiring, training, and operational oversight, which he believes will serve the community well.
Frank Wright draws on his background in education and extensive community involvement to identify and address problems. His experience in researching issues and engaging with diverse stakeholders positions him to uncover the root causes of challenges facing IVGID and advocate for solutions that maintain and enhance the community’s amenities.
Question 2. Yes or no, do you believe we should outsource some or all of the management of IVGID’s recreational facilities or outside management at the administrative level?
Michelle Jezycki opposes outsourcing management for both recreational facilities and administration. She cites her experience with outsourcing and believes it would be naïve to think it’s not a for-profit venture. She emphasizes the need for a qualified General Manager and suggests piecemealing certain tasks while improving internal controls and training.
Michaela Tonking also believes that outsourcing is not the right choice for IVGID. She stresses the board’s responsibility to manage its General Manager and set performance goals. While she acknowledges the need for external help in specific areas, she views outsourcing as a temporary solution rather than a long-term strategy.
Mick Homan is categorically opposed to outsourcing IVGID’s management, viewing it as a failure of the board’s core responsibilities. He emphasizes the importance of hiring a qualified leader and building an internal team to address issues. Mick believes that sustainable solutions must come from within the organization, though he recognizes that some areas may require outside assistance.
Mark Case agrees with his fellow candidates that outsourcing any department is not the solution. He believes that all operations can be effectively managed internally.
Frank Wright opposes outsourcing, arguing that it gives control over owned assets to external parties. He highlights financial losses, particularly in the Food and Beverage venue, and stresses the need for better management and oversight of operations. Frank emphasizes accountability, stating that competent people should be in charge and that residents should have priority over the use of facilities.
Harry Swenson is against outsourcing. While he found the Troon proposal for hiring a general manager intriguing, he notes that the community’s response ultimately influenced its rejection. He calls for making IVGID’s venues operable without outsourcing and stresses the importance of understanding contracts and maintaining control.
Question 3. If elected, what will you do to create a harmonious working relationship with your fellow trustees?
Michaela Tonking emphasizes the importance of finding common ground despite differing perspectives among trustees. She values understanding and acknowledges the validity of diverse ideas, focusing on building a community through collaboration and open dialogue.
Mick Homan recognizes that not all co-workers will be personally compatible but stresses the need for accountability and professionalism. He believes in maintaining a focus on serving the constituents and encourages listening and understanding differing viewpoints, even when disagreements arise.
Mark Case advocates for collaboration and finding common ground among trustees. He acknowledges the diversity of opinions and personalities and believes that working together towards shared goals is essential for effective governance.
Frank Wright appreciates the diversity of ideas that each trustee brings to the board. He emphasizes the need for compromise, active listening, and individual accountability. He expresses concern about candidates running as a group, advocating for independent thought to ensure a balanced and effective board.
Harry Swenson emphasizes the importance of establishing common goals among team members to foster good working relationships. He believes that once there is buy-in on those goals, healthy debates can occur to find the best solutions. He upholds values such as stewardship, transparency, accountability, respect, and sustainability as guiding principles for his actions on the board.
Michelle Jezycki draws on her experience in the US Senate, highlighting the challenge of managing diverse perspectives and egos within a team. She stresses the need for reasonable and experienced trustees who prioritize common goals over personal interests. She clarifies that while she, Mick, and Michaela are running independently, they have a shared commitment to the community and will work together where their platforms align.
Question 4. Do you believe IVGID’s recreation assets—ski, beaches, golf, recreation—should be profitable on a standalone basis, or together as an aggregate?
Mick Homan believes that IVGID’s recreational venues should not operate solely as for-profit enterprises. Instead, he views them as community services that provide significant benefits to residents and property owners. While he advocates for optimizing operations and revenue streams, he argues that these amenities should be managed as a portfolio to serve the common interests of the community. He emphasizes the importance of a reasonable facility fee to help subsidize the various venues.
Mark Case asserts that all recreational amenities should be profitable to ensure their continued operation. He believes that without profitability, these amenities will not sustain themselves.
Frank Wright expresses skepticism about the profitability of IVGID’s recreational assets, stating that the community lacks clear financial transparency. He emphasizes the need for regular profit and loss reports to identify where losses occur and to understand the financial status of each amenity. He calls for accountability and oversight to prevent wasteful spending, arguing that the community should have access to clear financial data to manage their facilities effectively.
Harry Swenson emphasizes the importance of having clear financial information for IVGID’s recreational venues. He notes that while individual venues should be assessed for profitability, the community needs a comprehensive understanding of the overall financial picture. His experience with the Golf Advisory Board highlighted the difficulty in obtaining accurate financial data, which hinders effective resource allocation.
Michelle Jezycki argues that IVGID should not operate as a for-profit entity, as it is a government community organization. She highlights that fluctuations in income due to factors like weather make it impractical to hold individual assets accountable for profitability. Instead, she believes that the portfolio of recreational amenities should be managed as a whole, recognizing the community’s long-standing commitment to recreation. While she agrees on the need for responsible management of funds and accountability, she points out the current staffing challenges that hinder financial oversight.
Michaela Tonking stresses the need to view IVGID’s recreational offerings as a complete portfolio that serves the entire community. She highlights the importance of youth and senior programming and notes that financial transparency is essential for effective budget management. She echoes the call for better staffing in the Finance Department to enable accurate budgeting and accountability. Michaela believes that both staff and community members deserve access to financial data to ensure that budgets are met and operations run smoothly.
Question 5. The current Board of Trustees has burned through a sizable surplus of revenue in the past 18 months. How will you go about restoring financial balance to our community?
Mark Case emphasizes the urgent need for accurate financial reporting and budget controls within the organization. He highlights the importance of managing resources effectively, evaluating employee job descriptions, and ensuring that maintenance reports from each venue are available. He calls for the implementation of a reliable accounting system that integrates with the point-of-sale system and a thorough evaluation of utility expenses.
Frank Wright expresses concern over financial mismanagement and the inability to track spending within the organization. He points out the alarming findings from a report by Rubin-Brown indicating potential fraud and emphasizes the need for accurate accounting to dispel rumors and ensure transparency. He stresses the importance of community involvement in addressing these issues and believes that collaboration among board members is essential for finding solutions and leveraging the talent within the community.
Harry Swenson challenges the characterization of the revenue situation as a “sizeable revenue” issue, arguing that the current board has mishandled over-collection of the Rec Fee, which was initially meant to pay off bonds. He asserts that the community has not given the board tax authority, and the spending of surplus funds requires scrutiny.
Michelle Jezycki stresses the importance of integrating financial systems and ensuring staff involvement in the budgeting process. She points out the current operational challenges due to the absence of a financial director and emphasizes the need for qualified personnel overseeing the budget. Michelle believes in leveraging the experience of board members to contribute to financial stability and argues against cutting the Rec Fee, which is essential for funding debt and capital improvements.
Michaela Tonking highlights the need for a clearer understanding of the different funds that finance operations, emphasizing that reserves are below recommended levels in most areas. She points out that the community has faced issues with financial clarity and employee turnover, which affects retention and operational costs. Michaela advocates for addressing the community’s expectations for services and ensuring that the board effectively manages priorities and costs.
Mick Homan outlines two key areas for restoring financial balance: staffing the finance and accounting organization and getting the Tyler-Munis system operational. He believes the current cost allocation model is flawed, leading to inefficiencies in managing venue operations. Mick asserts that reasonable cost allocations must be established to support the performance of community businesses, and he corrects misconceptions about Rec Fee collections, asserting they were adequate but poorly managed in terms of service delivery.
Question 6. Each candidate say whether he or she now believes it was appropriate to do the forensic audit, and whether he or she agrees with its recommendations, and, if elected, will work to implement them.
Frank Wright firmly supports the forensic audit, stating it was essential to expose numerous issues within the organization. He emphasizes that an independent evaluation is crucial for transparency and accountability. Wright expresses frustration that one board member voted against the audit, stressing the need for oversight of community finances.
Harry Swenson acknowledges the forensic audit’s role in revealing serious financial issues, including observations of potential fraud and missing funds. He highlights that this is a long-standing problem, not a recent one. Swenson questions the board’s understanding of the financial situation, emphasizing that a consistent lack of financial controls has persisted for years.
Michelle Jezycki agrees on the necessity of the forensic audit but questions the need for multiple audits over the same period, citing the high cost. She supports implementing the audit’s recommendations, advocating for accountability in the new GM’s performance management. Jezycki clarifies that the $7 million identified as “missing” was due to delays in reconciliations and emphasizes the importance of allowing consultants to perform their work without micromanagement.
Michaela Tonking acknowledges the validity of the audit findings but questions the process, particularly the unexpected cost increase. She believes the money spent was justified since multiple firms found similar issues, indicating a need for change. Tonking highlights the importance of tracking improvements over time and investing in training to meet internal controls. She reiterates that the $7 million did not disappear but was due to delayed reconciliations.
Mick Homan opposed the forensic audit initially, believing the funds could be better spent on solutions rather than redundancy in recommendations. He acknowledges the recommendations but emphasizes the need for proper staffing and systems to implement them. Homan argues there was no evidence of fraud and highlights the discrepancies in financial reporting as typical occurrences, advocating for educated discussions rather than unsubstantiated claims.
Mark Case expresses gratitude for the forensic audit, citing it as a valuable tool that exposed potential fraud. He commits to collaborating with other trustees to implement necessary controls to prevent future issues, viewing the findings as a serious concern for the community’s financial integrity.
Question 7. How do you plan to ensure the remaining staff’s jobs are secure, while improving morale and trust among the staff?”
Harry Swenson emphasizes the importance of understanding compensation and ensuring financial stability to secure jobs for remaining staff. He believes that strong leadership in hiring is crucial for achieving this goal. To improve morale, Swenson plans to foster a respectful and transparent environment, utilizing feedback from team evaluations, such as 360-degree reviews, to assess the effectiveness of supervisors.
Michelle Jezycki advocates for hiring the right people and establishing transparent processes to attract and retain staff. She believes that reducing micromanagement and creating a non-toxic work environment are essential for improving morale. Jezycki encourages meaningful performance plans that allow employees to stretch their capabilities and contribute positively to the community.
Michaela Tonking stresses the need for trust in leadership, highlighting the importance of having a competent general manager (GM) who can build a strong team. To improve morale, she advocates for treating staff with respect, providing constructive feedback, and recognizing their expertise. Tonking believes that accountability and growth opportunities are critical in creating a positive work environment.
Mick Homan points out the necessity of collaboration and support from the board for staff stability. He shares his personal experience in transforming workplace culture by hiring skilled individuals and empowering them to excel in their roles, which contributes to a more positive atmosphere.
Mark Case asserts that it is primarily the GM’s responsibility to manage staff rather than the board’s. He trusts the current GM to fulfill these responsibilities and maintain stability within the organization.
Frank Wright argues that offering competitive salaries and reducing unnecessary expenditures will help retain staff. He highlights that equitable pay and transparency in salary structures can significantly boost morale and encourage employees to feel valued in their roles.
Question 8. When would be the best time for the trustees to develop a new Strategic Plan? What is your experience in strategic planning? And would you favor a seasoned planning consultant to help with this process?”
Michelle Jezycki acknowledges that the current Strategic Plan is disorganized and emphasizes her extensive experience as a facilitator for various organizations over the past 30 years. She believes the Strategic Plan should have been developed immediately and suggests that the first step for a new board is to select a chair and other officers. Jezycki stresses the importance of listening to staff for their priorities, suggesting that their feedback should be integrated into the strategic planning process. She does not favor hiring an outside consultant, asserting that the board has sufficient experience to develop a meaningful 3-year, 5-year, and 10-year plan without merely completing a compliance exercise.
Michaela Tonking reflects on the previous work by Moss Adams, which highlighted the need for feedback from employees, community members, and board members for the Strategic Plan. She emphasizes the significance of understanding community needs, particularly as the community continues to evolve. Tonking suggests that the strategic planning process should begin immediately and guide budget considerations, advocating for a flexible plan that can adapt to changing community desires. With her experience in strategic planning for school districts and NGOs, she proposes gathering feedback rather than hiring an external consultant, noting that county organizations often seek state feedback for their plans.
Mick Homan agrees that strategic planning is necessary and critiques the current short-term focus. He believes that while there is a 5-year Capital Plan, it often serves merely as a compliance exercise rather than a strategic framework. Homan insists that the board must work with staff to prioritize projects, especially those related to health and safety and the backlog of deferred maintenance. He advocates for developing a long-term plan that sequences priorities, assesses funding needs, and creates a sustainable financial strategy.
Mark Case admits to lacking experience in strategic planning but expresses a willingness to learn.
Frank Wright draws a comparison between strategic planning and preparing for a vacation without knowing one’s finances, emphasizing the need to understand financial conditions before moving forward. He cites an order from the Committee on Local Government requiring IVGID to provide a budget and reconciliation of accounts, which remains outstanding. Wright warns against pursuing bonding without voter approval and stresses the necessity of addressing past issues before future planning can commence.
Harry Swenson highlights the need to set clear goals quickly, stating that the current plan resembles a wish list rather than actionable objectives. Swenson agrees with Wright about the importance of aligning the Strategic Plan with financial projections and believes that it should be developed collaboratively by the board members rather than relying on external consultants, although he acknowledges that good facilitators can be beneficial in the process.
The full transcription can be found below, compliments of the Incline Village/Crystal Bay Community Forum. They hold meetings on the 1st and 3rd Fridays of the month at 9am in person and online using the meeting app Zoom. You may contact them at ivcbcommunityforum@gmail.com for more information.